In my experience, there were often orders to “create” a corporate culture. There are many misconceptions in this topic, as well as a catch for HR people and managers. I will analyze the first misconception. Corporate culture is NOT corporate parties, holidays and birthdays. In simple words, corporate culture is a SYSTEM of relations in an organization, which is embodied in rituals, symbols, customs, norms, traditions, etc. So, surprise, even if you don’t have corporate events/congratulations, etc., there is always a CC in the organization! Whether we want it or not. You don’t have to deal with it, put it off for later (which I often heard from owners), consider it a crazy invention of HR people. But the corporate culture in the company already exists and will continue to exist! Employees will breathe the air of their organization, learn accepted forms of communication, absorb corporate rules and regulations, become infected with habits and traditions. Is there a moment when it arises? Of course. This is the moment when the first employee is hired. After this, the corporate culture is always present, although not always noticeable. An important note for HR: changing and improving the existing QC is much more difficult than immediately trying to build an optimal one in an established company. This is one of the frequent assignments for a director or HR manager , which is impossible in advance! So, corporate culture is a reality. Although denied by many of my previous customers. Therefore, the second misconception. Which may cost HR a tarnished reputation. I’ll start from afar. QC can be formal and informal.✅ Formal is officially declared.❎ Informal is folklore at the level of rumors, gossip, behind-the-scenes intrigues, conversations, real actions of management, etc. So here , attention! The farther these types are from each other, the worse it is for the organization (and, spoiler alert, for HR). This discrepancy is EASILY recognized by newly hired employees and accepted by them. Yes, we are talking about double standards. Therefore, one of the usual tasks for HR becomes managing or creating a corporate culture, as well as lowering the formal values ​​of the company. We now know WHEN it arises. But here’s another interesting question: WHERE does it come from? Answer: from the head. This is the owner or the first person of the company.✅ Therefore, the formation and reconstruction of corporate culture always begins STRICTLY FROM THE TOP TO THE DOWN.✅ And it is mandatory for execution by managers of all levels and units. And now let’s return to HR. Even if this is the HR director. To perform a higher task, he must have the AUTHORITY to control, motivate and create sanctions for ALL managers. Does this happen in reality? Of course not! Without the full-scale and unconditional support of the first person of the company and without the authority, HR is doomed in advance to the failure of the task. Because it was at the instigation of the first person that this set of UNspoken rules was initially introduced. Everything that was not literally prohibited was allowed and forgiven. Is it possible to deceive the staff? Can I be late? Is it possible not to meet deadlines? It’s like the air that permeates the entire organization. Moreover, an organization is always a reflection of the personality of the first person. With his complexes, ambitions, boundaries of permissibility, upbringing, etc. In fact, you should always start this path with him/her. And not from a set of rules and formulations on paper. And this is a different level of work. And HR is “just” a specialist, he is not a magician, and I haven’t seen a magic wand among my colleagues. But I have seen doubts about one’s competence after such tasks. Recommendation for HR: If the vacancy states working with a corporate culture, clarify the scope and specifics of the work in advance so as not to end up in a difficult situation for yourself later..